The development and application of performance measurement systems for a purchasing function within a professional service company possesses a great challenge for both practitioners and academics. Despite the increasing popularity of this topic, the systems that are currently developed are rarely adequate to be applicable at the business-unit level. Furthermore, the existing productivity measures are predominantly designed to measure performance in industries where the inputs and outputs are both tangible and standardized items. Intangible and non-quantifiable factors of production cannot be reliably measured by manufacturing performance methodologies. Consequently, purchasing professionals seek tools to accurately track purchasing performances and connect it to given business strategies and objectives. This paper aims to develop a design of the performance measurement system that can be applicable onto the optimize-sourcing department of the selected firm of this study. The first section of the paper outlines key performance measurement concepts and establishes a theoretical framework that supports the following research. Subsequent questionnaires and interviews that were conducted with vital stakeholders reveal the flaws of the current performance measurement system. Conclusions derived from the interviews and questionnaires support the findings of extensive literature reviews. In the following chapters, the paper focuses on the development of the new model that overcomes limitations of the model in use. The thesis also lists additional recommendations on the implementation phase of the new model. In the final section, this paper emphasizes the limitations of the proposed model and describes potential challenges related to the implementation phase.

In recent years, challenging economic conditions have stressed organizations, some to breaking point. Rather than waiting for external improvements, such as market growth or technological advances, many organizations are looking internally for performance and productivity gains (Boxall and Purcell, 2003). Consequently, the concept of performance management is receiving increased attention as a route to improved results and organisational growth (Boxall and Purcell, 2003). Likewise, increasing public pressure on governments to improve service delivery and account for the public purse have also forced many governments worldwide to implement a performance management system in one form or another (Ohemeng, 2009; Cameron and Sewell, 2003; Williams, 2005; Sehested, 2008). The South African Public Service has undergone much transformation since 2000. The transformation has been motivated by the Government’s realisation that, as with governments throughout the world, there is a need to modernise and professionalise all spheres of Government. The guiding principles for this transformation are contained in the White Paper on the Transformation of the Public Service (1995) and the Batho Pele White Paper (1997). This has informed the Public Service Act: Act 32 of 2000 of which stipulates that public service organisations should have a performance management system to promote a culture of performance management amongst all staff. The performance management system must ensure that the public service administers its affairs in an economical, effective, efficient and accountable manner. Whereas performance management systems have been in existence in some parts of the world since the early 1970s (Armstrong and Baron, 2005), in the Eastern Cape Provincial Government (ECPG) the Performance Management and Development System (PMDS) can be considered to still be in its infancy stage. It was introduced slightly over a decade ago, with the objective of managing performance in a consultative, supportive and non-discriminatory manner (ECPG, 2001). The PMDS also aims to provide clarity to all employees on their role in the achievement of departmental and provincial goals. This was anticipated to result in enhanced organisational efficiency and effectiveness, accountability for the use of resources and the achievement of results (ECPG, 2001). 4 A literature review contained in this research indicates that internationally and locally, implementing performance management systems is beset with challenges such as conflicting interests between different groups such as professionals wanting autonomy, organisational culture, poor implementation, lack of capacity and resources, lack of institutional and leadership support, changing workplace environments and many others. However it has also been shown that performance management systems are one way of ensuring that employees are focused, goals are met and organisation move forward toward meeting their mission. This research, which has been grounded within a post positivist paradigm, describes the impact of the PMDS on veterinarians in their professional conduct. Semi-structured interviews were conducted with ten veterinarians within the Department, culminating in a total of seven and a half hours of interviewing time. The findings of this study were that the PMDS was minimally effective in achieving organisational goals and mission because of several reasons such as inconsistency in application, perceived unfairness, a lack of ownership of the system amongst workers and management, a lack of involvement, a dichotomy between policy and actual practice, geographical remoteness of subordinates resulting in dilution of information and influence, lack of resources and finally, the type and validity of indicators used. A significant finding was that having a non-veterinarian as a supervisor, impacted negatively on professional conduct. This was perceived to affect planning and goal setting, review and feedback discussions, as well as career advancement. The research ends with recommendations for practice and further research such as exploring management of professionals in multidisciplinary organisations. This research paper is organised and presented in three sections; the first section is in the format of an academic paper, and in addition to a concise review of the literature, will detail the findings, their discussion and conclusion. The second section contains a more expanded literature review of performance management of professionals and the third and last section describes and justifies the design of the study and how it was conducted.

Many companies have performance management systems that incorporate financial and non-financial measurements. All organisations have financial and non-financial measures. However, many use their non-financial measures for local improvements at their front-line and customer-facing operations. Performance management is a shared process between managers and the individuals and teams they manage. It is based on the agreement of objectives, knowledge, skill and competence requirements and work and development plans. The Balanced Scorecard includes financial measures that reflect the results of actions already taken, complementing the financial measures with operational measures on customer satisfaction, internal processes, and the organisation’s innovative and improvement activities. The Balanced Scorecard combines both quantitative and qualitative measures, acknowledge the expectations of different stakeholders and relate an assessment of performance to choice of strategy. The objective of this study was to assess current performance management that is applied within the manufacturing division at Continental Tyre South Africa. To achieve this objective, a comprehensive literature study was performed on performance management and The Balanced Scorecard. A questionnaire was designed based on the guidelines in the literature study in order to establish the extent to which Continental Tyre South Africa manages performance. The researcher used the random sampling method of selection and distributed the questionnaire to 120 potential respondents via electronic mail and physically. Seventy seven completed questionnaires were returned and these were processed and analysed using Microsoft Office Excel 2003, iii running on the Windows XP suite of computer packages. The opinions of the various respondents were compared with the guidelines provided in the literature survey in order to identify shortcomings of performance management and the achievement of individual and departmental objectives within the manufacturing division at Continental Tyre South Africa. The following main recommendations were made: Continental Tyre South Africa should continue with the sharing of its strategic objectives with management and staff, and must ensure that these objectives are also shared all the way down to the shop floor; It is imperative that management and staff mutually agree on performance objectives for the individuals; Senior management must measure management and staff on how well they performance manage their direct reports and develop people where performance short-comings exist; It is imperative that management and staff undergo performance management training; Management must ensure that there current performance management system incorporates a method to distinguish between top and poor performers; and, It is advisable that senior management consider a mechanism that rewards top performers.

This thesis discusses the topic of Corporate performance management and focuses on Balanced Scorecard method. In the theoretical part are described theoretic backgrounds of this method and fields related to the method. The practical part is based on the theoretical part and it is a result of cooperation with the consulting company Ambica. Balanced Scorecard method is thanks to its universality very popular tool of Corporate performance management which is usable in almost all types of organizations. Due to universality there is no single procedure how to implement BSC within an organization and also no supporting software exists. The aim of this thesis is to create a design procedure BSC and compile a list of functional properties of new Ambica's BSC software.

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In an increasingly competitive environment, sustaining high performance is critical. Effective performance management can enhance performance to support organisational success. Individuals in organisations want growth, and yet businesses are not leveraging the opportunity to develop them. Literature has identified four elements that influence the effectiveness of performance management. The purpose of this study is to determine the impact that the elements; employees, managers, the performance management system and context, have on the effectiveness of performance management. The study was qualitative and exploratory, involving semi-structured interviews with 22 respondents from four automotive component manufacturers in KwaZulu-Natal. The respondents comprised executives, senior managers, line managers and employees. Each interview was analysed utilising thematic analysis. Findings from the research confirmed the literature that the elements do influence performance management and highlighted two other elements, the human resource department and leadership. The relationships between the elements revealed effects that served as enablers or deterrents to the elements working efficiently. A framework emerged from findings and reviewed literature, which depicts the interconnection of the elements and aspects for businesses to consider, in order to utilise performance management effectively. The findings from this study adds to the existing literature in the field of performance management. / Mini Dissertation (MBA)--University of Pretoria, 2021. / Gordon Institute of Business Science (GIBS) / MBA / Unrestricted

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The Master’s thesis deals with performance management in organizations under the responsibility of the Ministry of Labor and Social Affairs. The main aim of the thesis is to evaluate the current state of performance management. Primary data were collected by using managed interviews, they were analysed in the Gretl statistical software. Formulated proposals were created to deepen knowledge of performance management in selected organizations.

Purpose: This paper aims to examine, the specific literature related to performance measurement in the service sector. In the process, it also aims to classify and examine innovative approaches and models utilized to measure performance in service operational settings. Based on this investigation, the paper seeks to identify relevant benchmarking implications. Design/methodology/approach: A database of 141 peer-reviewed publications, published between 1981 and early 2008, was utilized for the purpose of this paper. The published works included contributions from both practioners and scholars. Findings: The International Journal of Productivity and Performance Management is found to be the leading journal in terms of contributions to performance measurement in service operational settings. It contributed 25 articles. The bulk of published work appeared in international journals. These contributions were mixed in nature. They included empirical, conceptual, case studies, literatures reviews and interviews. The focus of the articles examined was also mixed. These articles tended to emphasis operational, customer, strategic, supplier, and environmental aspects of service. Research limitations/implications: Based on the findings of this paper, it is concluded that this area of research is in need of more future efforts aimed at solidifying theoretical constructs and practical applications. Practical implications: Findings derived from this investigation have relevant benchmarking implications. In this context, understanding the different approaches to performance measurement as utilized in service organizations is critical to the efforts of these organizations' performance improvement efforts. Originality/value: Understanding the types and scopes of the different approaches and models utilized to measure performance in service operational settings is important in light of the growing significance of the service sector.

Indiana University-Purdue University Indianapolis (IUPUI) / There has been a growing literature regarding how subordinates’ reaction potentially impacts the performance management effectiveness. However, managers’ reaction to performance management has been largely overlooked. To address this research gap, the major purpose of the current study was two-fold. First, the present study proposed a three-component commitment model to conceptualize managers’ perception toward performance management. Second, by employing self-determination theory, the current study examined how managers’ implicit person theory and the perceived performance management purpose interactively shaped their commitment pattern towards performance management. Confirmatory factor analysis supported the hypothesized factor structure of performance management commitment. Further, managers’ incrementalism was a significant and negative predictor of continuous commitment to performance management. Lastly, the moderate effect of perceived purpose of performance management in the relationship between managers’ IPT and affective commitment to performance management was supported. Theoretical contribution, study limitations as well as further research directions were discussed.